Techniques of strategic planning and decision making.

Assignment Purposes/Learning Outcomes:
After completion of Assignment-2 students will able to understand the
LO 4. Apply knowledge and techniques of strategic planning and decision making. (Lo2.1)
LO 6. Apply knowledge and function effectively on teamwork activities, management skills to create a development plan (Lo3.4)

Assignment-2
Please read case “Hewlett-Packard Is Counting on Organizational Change to Boost Revenue Growth” at the end of Chapter 10 “Organizational Change & Innovation” available in your textbook Management: A Practical Approach 7th edition by Kinicki, A., & Williams, B., and answer the following questions:

Assignment Question(s): (Marks 5)

1. Which of the super trends are driving H-P to change?
2. Which of the forces for change are causing H-P to undertake major organizational change? Explain.
3. To what extent is H-P following the four steps for fostering innovation? Explain.
4. What advice would you give Whitman based on what you learned in this chapter? Be specific.

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Assignment Purposes/Learning Outcomes:
After completion of Assignment-3 students will able to understand the
LO 2. Recognize the functions of planning, organizing and controlling and how they interrelate (Lo2.1)
LO 4. Apply knowledge and techniques of strategic planning and decision making. (Lo2.1)

Assignment-3
Please read the Management in Action case “Norwegian Air Shuttle Aspires to Become the Cheapest Global Airline” at the end of Chapter 4 “Global Management” available in your textbook Management: A Practical Approach 7th edition by Kinicki, A., & Williams, B., and answer the following questions:

Assignment Question(s): (Marks 5)

1. What are the biggest challenges Norwegian experienced in trying to expand its airline across the globe? (2.5 marks)
2. To what extent did you observe examples of ethnocentric, polycentric, or geocentric attitudes in this case? Provide examples to support your conclusions. (2.5 marks)
3. Use Table 4.4 (Given below) to identify cultural differences that are likely to arise between Norwegian employees working in Denmark and Sweden and Thailand. How might these differences affect interpersonal interactions, and what can the company do to reduce any unintended conflict from these differences? (3 marks)
4. What are the most important lessons to be learned about global management from this case? Discuss.(2 marks)

TABLE 4.4 Countries Ranking Highest and Lowest on the Globe Cultural Dimensions
DIMENSION HIGHEST LOWEST
Power distance Morocco, Argentina, Thailand, Spain, Russia Denmark, Netherlands, South Africa (black sample), Israel, Costa Rica
Uncertainty avoidance Switzerland, Sweden, Germany (former West), Denmark, Austria Russia, Hungary, Bolivia, Greece, Venezuela
Institutional collectivism Sweden, South Korea, Japan, Singapore, Denmark Greece, Hungary, Germany (former East), Argentina, Italy
In-group collectivism Iran, India, Morocco, China, Egypt Denmark, Sweden, New Zealand, Netherlands, Finland
Gender egalitarianism Hungary, Poland, Slovenia, Denmark, Sweden South Korea, Egypt, Morocco, India, China
Assertiveness Germany (former East), Austria, Greece, United States, Spain Sweden, New Zealand, Switzerland, Japan, Kuwait
Future orientation Singapore, Switzerland, Netherlands, Canada (English speaking), Denmark Russia, Argentina, Poland, Italy, Kuwait
Performance orientation Singapore, Hong Kong, New Zealand, Taiwan, United States Russia, Argentina, Greece, Venezuela, Italy
Human orientation Philippines, Ireland, Malaysia, Egypt, Indonesia Germany (former West), Spain, France, Singapore, Brazil

1. Source: Adapted from M. Javidan and R. J. House, “Cultural Acumen for the Global Manager: Lessons from Project GLOBE,” Organizational Dynamics, Spring 2001, pp. 289–305.

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